It's called "elevator talk", or in the more traditional settings it's a "mission statement" or a "purpose statement", depending upon who's theory is being thought of. But the focus is that one simple sentence that states clearly and succinctly what the focus is. It's the "point" around which everything else revolves.

So, what is your point?

I've heard myself asking that question out-loud and privately over the past three weeks. During that time I have had the opportunity to be working with a number of individuals and organizations on a range of programs and projects.

In some instances, I was being asked by individuals for advice on 'next steps' in projects, or to help them decide topics for theses and dissertations. My question: "What's your point?" was meant to 'peel the onion' to help them dig through the layers to find the core issue that everything revolved around. This is a fun process (for me), and is satisfying as we begin to share the excitement of finding that kernel at the center of the idea.

In other instances, I was trying to complete my responsibilities in a few projects. Those projects were continually changing mid-stream, leading to new directions and additions that may or may not have any real connection with the project focus. My question, "So what is your point?" was an effort to avoid the continued disruptions and distractions, and to get the work done. This process was not as much fun as the work with individuals.

The core principle of TranceFormational Learning is that everything....everything revolves around the learning objectives that are identified at the beginning of the process. Significant time is spent in carefully crafting those objectives to make it very clear what the specific outcomes of this learning activity are to be. At every step following, we revisit those objectives to make sure what we are doing is supporting them.

While this is important for any project, I've found it especially critical for projects in the virtual environments such as Second Life. The virtual environment is so rich with possibilities, and is still so new and intriguing for most of us, it is simply far too easy to stumble across that great new 'gadget' and suddenly be running the project down a new rabbit trail. Now I like running down rabbit trails, however, when my running down a new trail is creating major problems for others working on the project, that is not "ok". In the past three weeks I've spent a lot of time having problems because of others running down rabbit trails.

As a result, I kept asking (politely), "So, what's your point?"

I find myself once again asking that question of my own work and vision after six years in SL and now with that PhD thing on the wall. There are so many opportunities, and so many new rabbit trails to explore. I find myself spending a lot of hours once again seeking to identify that core point around which everything else will revolve. Finding it again is an exciting process.

Individuals, teams, all organizations seem to be able to be more productive and successful when they regularly pause to ask themselves, "So, what's our point?" In my optimism, perhaps that's what the folks at Linden Lab are doing now. If so...that's a good thing.

But regardless of the Lab, let me ask you...

"So, what's your point?"